WASHINGTON D.C. — To
preserve its primary focus on wounded and severely injured Soldiers, the Army
has moved to increase staffing of its Warrior Transition Units, streamline the
disability evaluation process and revise WTU admission criteria to reflect a
priority on Soldiers requiring intensive case management.

“We will do whatever it takes
to meet the needs of our wounded, ill and injured warriors,” said Secretary of
the Army Pete Geren and Gen. George W. Casey Jr., the Army’s chief of staff, in
a memo to the Army’s senior leaders. The two said while they are pleased with
how far the Army has come in a short time, they believe the Army has hit a
plateau in its efforts to provide world-class care for these Soldiers.

Since its inception a year
ago, the WTU system has seen its caseload double from 6,000 to 12,000 today.
While strained by this growth, the system has completely reformed how the Army
cares for its “wounded warriors.” To keep pace with this growth, the Army has
directed that every one of its 35 WTUs will be staffed to 100 percent of the
personnel required to sustain proper ratios of leaders and care managers to keep
pace with the number of Soldiers assigned.

They also directed the medical
and physical evaluation processes be streamlined to hasten decisions and reduce
the stress on Soldiers and families. Commanders were enjoined to resolve issues
at their levels and eliminate red tape and were instructed to “break log jams”
and “protect the rights of our Soldiers.”

At the heart of the WTU
system’s success is its “triad of care.” The triad comprises a squad leader who
leads Soldiers and a nurse case manager who coordinates care. A primary care
physician oversees care, which can be complex, given the multiple issues
experienced by some Soldiers.

The triad of care creates the
familiar environment of a military unit and surrounds the Soldier and Family
with comprehensive care and support, all focused on the wounded warrior’s sole
mission, which is to heal. These professionals put the Soldier first, cut
through red tape and mind the details. In addition to directing the Army’s
medical department to fully staff all WTUs, the Army has empowered local
commanders to help address the challenge of staffing.

“Frontline commanders will
have the flexibility they need to sustain required staffing levels at WTUs and
their installations,” Casey said separately. “Our command sergeants major and
senior noncommissioned officers also must take an active role in the execution
of this program. Their leadership is essential to program success.”

Army policy was also changed
to further improve focus and attention on medically evacuated and severely
injured or ill Soldiers in WTUs requiring comprehensive care. Feedback from
senior commanders and WTU leadership found a significant portion of WTU Soldiers
have illnesses and injuries that can be more effectively managed with those
Soldiers assigned to their own units and not a WTU.

About one-third of the
Soldiers assigned to a WTU have been medically evacuated from theater for a
wound or other combat-related condition. Though the rest of this majority WTU
population come from non-combat stations in the U.S. and overseas, one-quarter
of those Soldiers have conditions related in some way to a combat deployment for
which they have otherwise not previously sought care.

The Army, as it developed the
WTU system, gave commanders great discretion regarding whom to assign to a WTU.
This ultimately led to a wide range of Soldiers in the WTU — those recovering
from a sports injury or a car accident as well as a complex combat injury. The
Army has learned assignment to a WTU isn’t necessary for many such injuries,
which can be cared for in the base hospital or clinic.

Every Soldier’s case is an
individual issue requiring individual attention, and the new policy still
permits rehabilitation in a WTU for Soldiers who need complex managed care.
Soldiers with routine rehabilitation requirements would be retained in their
parent units allowing them to receive their care through the medical treatment
facility. Army Reserve and National Guard Soldiers will, however, continue to be
assigned to the WTU regardless of the complexity of care needed. No matter where
they are assigned, it is critical the Soldiers with the greatest need get the
most comprehensive care they require.

“The care of our warriors in
transition and their families is the Army Medical Department’s top priority,”
said Lt. Gen. Eric Schoomaker, Army surgeon general and commander, U.S. Army
Medical Command. “This policy change is a total Army effort that has the
support of senior leaders across the Army. I fully expect to see this program
grow and change as we adapt to meet the changing needs of our warriors and their
families.”

Recognizing the special
requirements presented by mental health concerns, including traumatic brain
injury and post-traumatic stress, Geren and Casey directed the improvement of
mental health to Soldiers and families as well. A comprehensive mental health
care program is now in development by the Army surgeon general. The Army’s top
two leaders charged senior commanders to complement that effort by working with
the medical department to examine local procedures and establish local standards
to expedite the healing and return of Soldiers to their units and families.

“As we move forward with the
transformation of warrior care, we are learning how best to provide these
Soldiers and families with the care they deserve,” said Brig. Gen. Gary H.
Cheek, director of the Army’s Warrior Care and Transition Office and assistant
surgeon general for warrior care. “We will continue to refine and adjust our
programs and policies to better support those who served and sacrificed and now
ask only that we bind their wounds.”

For Soldiers or families with
medical-related concerns, the Wounded Soldier and Family Hotline is staffed 24
hours a day, seven days a week and can be reached by calling (800) 984-8523 or
DSN 328-0002.